Based in Ibanda, Uganda, the Nyamirima Mutegaya Cooperative Society (NMCS) has grown significantly since gaining independence in 2021. Following the attainment of Fairtrade certification and the launch of direct exports in 2024, the cooperative now stands at a crucial turning point. In this interview, General Manager Jane Kafura reveals how her organisation is managing exponential growth whilst reinforcing its financial systems and environmental sustainability.
Expansion driven by certification and member services
The recent history of NMCS is one of successful emancipation. “Following our transition to an independent, farmer-owned cooperative in 2021 – a move made to overcome the challenges encountered under our previous union – we began with 172 farmers,” explains Jane Kafura. The cooperative today boasts 1,046 registered members, with a goal to reach 2,000 by 2028.
To support this expansion, an agricultural extension officer has been recruited. He provides training to both members and non-members. Wealth redistribution also plays a key role: the cooperative distributed 20% of its Fairtrade premium to participating farmers last year.
Furthermore, the cooperative has commenced the organic certification process, with applications for 1,000 members currently under review. Ms Kafura highlights the importance of partnerships in this endeavour: “Our buyer, Supremo, has kindly advanced the audit fees; these will be repaid via a deduction of 3 cents per pound from our coffee shipments upon successful certification”.
Addressing financial constraints with international support
Rapid growth inevitably brings working capital challenges. To address these, NMCS is collaborating with Bernard Ornilla, a coach from Enabel’s Trade for Development Centre (TDC). “Our primary objective for the Enabel partnership is to streamline our general business operations while securing financial support,” shares the General Manager.
This coaching is already bearing fruit. The coach facilitated an introduction to Alterfin[1]; the cooperative is currently updating its documentation in anticipation of an upcoming visit. Additionally, a major boost has come via a partnership with Progreso, a Dutch social NGO, which has provided 225,000 euros to support their capital growth. The team remains optimistic that Root Capital[2] might also review their contract pending future performance.
Compliance, climate, and socio-economic challenges
In the international coffee market, compliance with new standards, including the European Union Deforestation Regulation (EUDR), is non-negotiable. In 2024, the cooperative acquired a two-year licence for an application ensuring farmer registration, geolocation, and full traceability. As this agreement concludes in November, NMCS is currently negotiating a discount with the provider, eProd. However, technology alone is insufficient. “Our primary challenge remains the need for comprehensive training; it is imperative that our farmers, staff, and extension workers are fully proficient in data entry for both financial and export compliance purposes,” warns Jane Kafura.
On the environmental front, NMCS is deploying an array of initiatives to tackle climate change:
- A full-time agricultural extension worker is employed to train farmers in climate-smart agricultural practices.
- The cooperative is actively collaborating with Solidaridad on an agroforestry project.
- It receives support from the CBI regarding climate-smart coffee cultivation..
Socially, the organisation enforces a rigorous policy against child labour through ongoing sensitisation campaigns, alongside strict standards against unfair trade practices. Jane Kafura notes, however, that there are currently no specific initiatives in place regarding gender-based disparities.
Profitability as the foundation for future success
As it approaches its 2,000-member target, the cooperative’s major challenge is stabilising its internal systems. The coaching mission recommended prioritising internal system stability over rapid volume expansion.
“That is an astute recommendation,” admits Ms Kafura. Support is being organised: Progreso, the TDC coach, and the cooperative’s accountant are actively collaborating to refine financial controls. Progreso has even deployed a finance consultant to work with them for a week to strengthen this infrastructure. The objective is clear: “Our current priority is ensuring that we can accurately determine the profitability of every container of coffee we collect, process, and sell”.
Marketing is not being overlooked, either. At the World of Coffee event in June 2026, guidance from the TDC coach helped the cooperative engage buyers, secure sample acceptances, and develop its new brand identity. “Through his support, we established a connection with Gepa, a buyer currently expressing keen interest in our organic coffee,” the General Manager enthuses.
Looking to the future, Jane Kafura remains grounded: “We recognise that while a business may be easy to launch, long-term success is predicated on profitability; we are therefore deeply grateful for the TDC’s support, which is vital in helping us to build a robust and sustainable co-operative.”
This interview was conducted by Samuel Poos, Project Manager of Enabel’s Trade for Development Centre.
